Category Archives: Selling

Selling a Dental Practice Is More Than a Transaction

When dentists think about selling their practice, the focus is often on numbers—price, collections, AR, cap rates.

But after the deal is done, what sticks with sellers most isn’t always the final sale price.

It’s how the transition felt. How their staff reacted. Whether patients stayed. Whether they left on their own terms.

In our experience working with hundreds of dentists, here’s what we’ve heard time and time again—both the regrets, and the smart decisions sellers are grateful they made.

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What Sellers Regret After the Sale

1. Not Preparing Sooner

Many sellers wait until they’re burned out, dealing with health issues, or planning a sudden relocation. This often leads to:

• Rushed transitions

• Lower practice value

• Missed planning opportunities

• Poor records or outdated equipment

What they say:

“I wish I had started planning 2–3 years earlier so I could exit on my terms.”

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2. Avoiding Staff Conversations

Some sellers delay or completely avoid telling their staff until the last possible moment. The result?

• Staff feel blindsided or betrayed

• Team morale drops

• Patients pick up on the tension

• The buyer walks into a retention crisis

What they say:

“I should have trusted my team more. They were way more supportive than I expected.”

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3. Agreeing to a Workback Period They Didn’t Want

Whether due to pressure from a buyer or fear of letting go, some sellers agree to work longer than they’d like.

What they say:

“I thought I’d enjoy staying on, but after three months, I was ready to be done.”

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4. Trying to Do It Without Help

Some sellers try to manage the process without professional support—thinking they’ll save money or keep things simpler.

In reality, this often leads to:

• Deal fatigue

• Legal risks

• Missed opportunities

• Valuation mistakes

What they say:

“I should have hired a broker. The stress and second-guessing weren’t worth it.”

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What Sellers Are Glad They Did

1. Getting a Valuation Before Listing

Sellers who took the time to get a professional appraisal or valuation early in the process felt more confident and in control.

What they say:

“Knowing the real value helped me plan better and stand firm in negotiations.”

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2. Being Transparent with the Buyer

Open, honest communication with the buyer—about staff, patient mix, procedures, and even weaknesses—builds trust and smoother transitions.

What they say:

“Because I was upfront, the buyer respected me, and we had zero surprises at closing.”

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3. Supporting the Transition (But on Their Terms)

Many sellers found joy in helping the new owner during the early weeks, as long as they set clear boundaries and expectations.

What they say:

“Helping with the handoff made it easier for the patients, staff, and even for me.”

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4. Leaving With Gratitude and Closure

The most content sellers are those who:

• Took time to say goodbye

• Left their charts, office, and team in good shape

• Walked away with a plan for “what’s next”

What they say:

“I’m proud of the legacy I left—and I’m finally enjoying my time again.”

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Final Thought: A Successful Sale Isn’t Just About Price

Yes, maximizing your practice value matters. But long after closing, what you’ll remember is how you felt through the process.

• Were you prepared?

• Was the staff respected?

• Did you leave on your terms?

• Did you feel proud of the way it ended?

Learn from those who’ve been there—and give yourself the space to exit with confidence, clarity, and peace of mind.

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Thinking About Selling in the Next 1–3 Years?

Whether you’re ready now or just starting to think about retirement, we’re here to help you plan early, transition smoothly, and avoid common seller regrets.

👉 Schedule a confidential strategy call with us today.

Selling to an Associate Sounds Simple — But Is It the Right Move?

For many practice owners, the idea of selling to an associate feels like the most natural, comfortable path. You already know the doctor, you’ve seen them treat patients, and the idea of keeping the transition “in the family” can feel reassuring.

But internal transitions aren’t always as smooth as they appear. In fact, they come with unique challenges that outside buyers typically don’t.

Before deciding to sell your practice to an associate, it’s important to step back and evaluate the opportunity objectively — just like you would with any other buyer.

Here are six questions every seller should ask before committing to an internal sale.

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1. Is Your Associate Truly Ready for Ownership?

Many associates think they’re ready to buy a practice — but ownership requires a very different mindset.

Consider whether your associate has demonstrated:

• Leadership potential

• Strong clinical judgment

• Professional maturity

• Good communication skills

• Respect among the team

If your associate still relies heavily on you for direction, struggles with case acceptance, or has difficulty managing conflict, they may need more development before taking the reins.

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2. Can They Qualify for Financing?

Dental practice lenders will evaluate:

• The associate’s credit score

• Personal debt (including student loans)

• Tax returns showing stable income

• Cash flow projections for your practice

Even if your associate is a great clinician, financing can become a roadblock.

Pro tip: Encourage them to speak with a dental-specific lender early so you don’t lose months only to find out they cannot get approved.

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3. Are Your Timelines Aligned?

You may be ready to sell in the next 6–12 months.

Your associate might be thinking 2–4 years.

Or vice versa.

Misaligned timelines are one of the biggest reasons internal sales fall apart.

Ask openly:

• “What’s your ideal timeline to buy a practice?”

• “When do you think you’d be financially ready?”

If the answers don’t match your goals, a broader market sale may be the better route.

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4. Does the Associate Understand the Business Side of Dentistry?

Many associates underestimate just how much goes into running a practice:

• HR

• Billing

• Overhead control

• Vendor management

• Hiring and firing

• Technology decisions

• Marketing

• Leadership

• Compliance

You don’t need your associate to be an expert today — but you do need someone who takes these responsibilities seriously and shows willingness to learn.

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5. Will the Staff Support the Transition?

Team dynamics matter. A lot.

Ask yourself:

• How does the staff interact with the associate today?

• Do they respect and trust them?

• Has the associate shown the ability to lead (or at least the potential to)?

If your team is lukewarm or divided, the transition could be rocky — and patient retention could suffer.

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6. Will You Be Leaving Money on the Table?

Selling to an associate can feel emotionally rewarding, but you should still consider:

• Could you attract higher offers on the open market?

• Are you being asked to “discount” the practice value because of your relationship?

• Will you have to offer seller financing or flexible terms?

• Are you agreeing to work back longer than you’d prefer?

Internal transitions sometimes lead owners to undervalue their life’s work.

You deserve a fair market price — and a fair process.

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When Selling to an Associate Is a Great Option

An internal sale can be an excellent choice when:

• The associate is respected and clinically strong

• Financing is viable

• Your timelines align

• You want continuity for your patients and staff

• You prefer a quieter, more private transition

• The financial offer reflects true market value

In the right circumstances, both parties win.

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When You Should Think Twice

You might want to reconsider an internal sale if:

• You feel pressured to sell “because they asked”

• The associate isn’t stable financially or professionally

• Team members express concerns

• You’d have to discount significantly

• You want a clean, quick exit

• The associate is not ready — but thinks they are

Remember: Doing what feels “easy” today shouldn’t create regret tomorrow.

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Final Thoughts: Your Associate May Be the Buyer — But Only If the Fit Is Right

Selling your practice is one of the most important decisions you’ll ever make. Before committing to an associate transition, ask the tough questions, evaluate the facts, and make sure the opportunity benefits both of you.

A thoughtful decision now sets the stage for a successful transition and protects your legacy.

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Considering Selling in 2026 or 2027?

At American Practice Consultants, we guide owners through both internal and external transitions. If you’re thinking about selling — whether to an associate or the open market — we can help you explore your options with confidence.

👉 Schedule a confidential consultation today.

Why Year-End Review Matters — Even If You’re Not Selling

The end of the year is a natural time for reflection — both personally and professionally. For dental practice owners, it’s also the perfect time to take stock of your business and make strategic decisions for the year ahead.

Even if you’re not planning to sell your dental practice in 2026, doing a quick “health check” now can uncover opportunities to improve operations, profitability, and long-term value.

Here are five key areas every dentist should review before the calendar flips to January.

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1. Your Financials: Is Your Practice Running as Profitably as It Should?

Take a fresh look at:

• Year-to-date collections and production

• Overhead percentages and major expense categories

• Hygiene production as a % of total production

• Year-over-year growth (or stagnation)

Ask your CPA for a year-end profit and loss (P&L) and review it alongside your previous two years. Even if you’re not preparing to sell, understanding the financial trajectory of your practice is critical.

Bonus tip: A clean, organized set of books makes future valuations and potential sales much easier.

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2. Equipment & Technology: Are You Planning for Replacement or Updates?

Make a list of:

• Equipment that’s aging or prone to failure

• Technology that’s outdated or inefficient

• Areas where a modest investment could improve care or patient experience

You don’t need to install the latest 3D scanner tomorrow — but understanding where you stand (and what you’ll need to replace in the next 3–5 years) helps you budget smartly and boost practice value.

A well-maintained, reasonably modern office supports both operational efficiency and transition value.

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3. Lease, Real Estate & Facility Status: Is Your Timeline Aligned?

If you lease your space:

• When does your lease expire?

• Is there an option to renew or assign it to a buyer?

• Are the terms still favorable?

If you own:

• Are there repairs or upgrades to plan for next year?

• Is the building part of your retirement strategy?

Buyers look closely at real estate stability, so having a handle on these details now gives you leverage later — whether you’re looking to sell, expand, or renegotiate.

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4. Staffing & Culture: Are You Building a Team That Adds Value?

The right team supports not just clinical efficiency — but the long-term success and value of your business.

Ask yourself:

• Is my team happy, productive, and well-supported?

• Are there gaps in training or leadership?

• If I were a buyer, would I want to inherit this staff?

Consider conducting brief year-end check-ins or offering small tokens of appreciation. Staff retention is a major factor in how smoothly a future transition can go — and how attractive your practice is to buyers.

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5. Your Own Goals: Are You on Track for the Future You Want?

Whether you’re 1 year or 10 years away from selling, step back and reflect:

• Do I want to own this practice 3 years from now?

• What would need to change for me to feel more energized?

• Am I positioning myself for a successful retirement or lifestyle shift?

Even if a transition feels far off, clarity now helps you plan ahead — and gives you time to make changes on your terms.

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Final Thought: A Little Planning Today Makes a Big Difference Tomorrow

You don’t need to make sweeping changes overnight — but reviewing these five areas gives you a clearer picture of where your practice stands and what your next steps could be.

It’s not about selling tomorrow — it’s about being ready whenever the time is right.

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Thinking About the Future of Your Practice?

Whether you’re planning to sell soon or just want to understand your options, American Practice Consultants offers confidential, no-pressure consultations to help you plan ahead. We also offer formal appraisals if you’d like a baseline valuation to work from.

👉 Contact us to schedule your year-end strategy call.

Why Gratitude Matters More Than Ever When You Sell

As a dental practice owner, your staff has stood by your side through packed schedules, patient emergencies, policy changes, and everything in between. They’ve been part of your practice’s success story.

When it’s time to sell, they’re also part of your transition story.

A little gratitude goes a long way toward maintaining staff morale and loyalty, especially during times of change.

Whether your sale is months away or just around the corner, taking steps now to show appreciation can help keep your team engaged, reduce turnover, and ease the handoff to the new owner.

Staff Loyalty = Transition Stability

One of the biggest concerns buyers have is whether the staff will stay on after the sale. A sudden wave of resignations can spook buyers – or worse, derail a deal entirely.

Sellers who maintain a strong, appreciative relationship with their team set the tone for a smooth, successful transition.

Gratitude is more than being nice. It’s a strategic retention tool.

Simple Ways to Show Gratitude (That Really Matter)

You don’t need grand gestures to show your team you value them. Here are a few ideas that resonate deeply:

1. Give Specific Praise

Take a moment to personally thank each staff member for something unique they’ve contributed, whether it’s patient care, reliability, or going above and beyond.

2. Celebrate Milestones

Use your final months of ownership to mark birthdays, work anniversaries, or holidays in a way that feels meaningful.

3. Be Transparent (When the Time Is Right)

Keeping staff informed, when appropriate, helps reduce fear and builds trust. Let them know you’re committed to making the transition smooth for everyone.

Retention Incentives That Work

In the months leading up to a sale, consider offering short-term retention bonuses to encourage staff to stay on through the transition.

Examples:

• A bonus for staying 3 months post-sale

• An additional bonus for staying 6 months

• A group incentive if the entire team remains through the handoff

Buyers love to see this kind of plan in place – it shows professionalism, leadership, and a team-first mindset.

Bonus: These incentives can often be built into the overall deal terms, so they don’t necessarily come out of your pocket.

Share the “Why” Behind the Sale

Many team members appreciate understanding why you’re selling. Whether it’s retirement, a lifestyle change, or just time to move on, letting them in on your reasoning can make the news feel less personal, and more like a natural next chapter.

Assure them that:

• You’re committed to choosing the right buyer

• Their jobs are important to both you and the incoming owner

• You’ll be there to support the transition

Gratitude Strengthens Your Legacy

How you treat your staff at the end says as much about your leadership as how you treated them at the beginning.

Taking time to express gratitude ensures:

• A stronger, more confident team

• A more appealing practice for buyers

• A smoother onboarding for the new owner

• A legacy you can be proud of

Final Thoughts: Finish Strong by Lifting Up Your Team

When you sell your dental practice, you’re not just closing a chapter, you’re handing the pen to someone else. Make it easier for them (and your team) by leaving with grace, clarity, and gratitude.

A thank-you today can lead to a seamless tomorrow.

Thinking About Selling in the Next Year?

At American Practice Consultants, we help dentists not only plan the logistics of a sale, but also the human side. Let’s talk about how to build a thoughtful transition strategy that honors your staff and protects your legacy.

Contact us today for a confidential seller consultation.

The Timing Question Every Seller Faces

For many dentists preparing to sell their practice, one of the hardest decisions isn’t choosing a buyer; it’s choosing when to tell the team.

You’ve worked side-by-side with your hygienists, assistants, and front desk for years. They’ve helped build your reputation. You care about them. But you also know that dropping the news too early – or too late – can backfire.

• So, when is the right time to tell your staff you’re selling your practice?

The answer depends on your goals, the dynamics of your team, and how far along you are in the sale process; but there are clear best practices that can help guide your decision.

Why Timing Matters

Telling staff too early can create unnecessary stress, uncertainty, and even turnover; especially if the sale ends up taking longer than expected or falling through.

Telling staff too late can feel like a betrayal – damaging relationships and undermining trust during a critical transition period.

Your goal is to strike a balance: give them enough notice to process the change, ask questions, and meet the new owner, without causing avoidable anxiety.

The General Rule: After the APA Is Signed

In most cases, the best time to inform your staff is after the Asset Purchase Agreement (APA) is signed but before the actual closing.

At that point:

• You have a committed buyer

• You know the buyer’s vision for the practice

• You can confidently answer staff questions

• There’s still time for a proper handoff and transition planning

This typically gives you enough time before closing to ease the team into the change and support their role in the transition.

What to Say (and How to Say It)

When you’re ready to tell the team, treat it like a well-planned case presentation. Be honest, confident, and empathetic.

Key points to include:

• You’ve made a thoughtful, long-term decision
• You’re confident in the buyer and their ability to continue quality care
• You’ll remain involved during the transition
• The buyer values the team and plans to retain staff
• You’re available to answer questions now and after the transition

Pro tip: If possible, have the buyer come in to meet the staff soon after notifying them, to start building rapport right away.

How Much Should You Share?

You don’t need to disclose every detail of the deal; salary, sale price, terms, etc. Instead, focus on what matters to the team:

• Will their jobs change?

• Will they keep their hours, pay, and benefits?

• Who will handle patient care?

• What’s the timeline?

Offer reassurance, but don’t make promises on the buyer’s behalf. Let the buyer speak to their plans directly.

How to Handle Staff Reactions

Expect a range of reactions — from surprise to concern to curiosity. Your role is to:

• Stay calm and confident

• Validate their feelings

• Reinforce the positives (continued employment, opportunity to grow, your endorsement of the buyer)

• Keep the lines of communication open

It helps to follow up with one-on-one conversations, especially with long-time team members who may need extra support.

Don’t Forget a Retention Plan

Even when things go smoothly, some staff may consider leaving just because of the change. That’s why many sellers offer short-term retention bonuses for employees who stay on 3–6 months post-sale.

It shows appreciation and gives the buyer a smoother onboarding period, which can even enhance the value of your deal.

Final Thoughts: Respect, Communication, and Timing Win the Day

Selling your practice is a big moment; not just for you, but for your team. How you communicate the news can shape their experience of the transition and set the tone for the new owner.

Plan your timing. Choose your words carefully. And above all, show the same empathy to your staff that you’ve shown to your patients over the years.

Ready to Start Planning Your Transition?

At American Practice Consultants, we help sellers navigate every step of the process; from valuation to buyer selection to staff transition planning. If you’re considering selling in the next 1–3 years, let’s talk.

Contact us today for a confidential consultation.